As I scrolled through LinkedIn recently, a mutual connection reposted an intriguing job opportunity. It was for a VP of Sales or Senior Sales Director at a fast-scaling fintech startup in the employee benefits space. The role was based on the East Coast, reporting directly to the founder, and involved building and scaling a team of Account Executives—a challenge that aligned perfectly with my experience.
The job description stood out as a great match: a leadership sales role at the VP level, overseeing a team, in a growing industry. These were all things I’d excelled at in the past, and I saw this as an exciting opportunity to bring my skills to a new vertical. I wasted no time in connecting with the person who posted the role, and after they accepted my request, I messaged them, expressing my interest and sharing my resume.
The response was prompt but also a bit deflating:
“Thanks for reaching out! Do you have any experience at tech companies not affiliated with advertising or media?”
That response hit me. While I don’t have fintech-specific experience, my sales background, leadership expertise, and accomplishments felt like a strong foundation for success in this role. Yet, it seemed my qualifications were overshadowed by a perceived lack of direct, vertical-specific experience.
This encounter brought me to a broader reflection on how hiring practices have evolved. There was a time when companies valued a well-rounded skill set and the potential for growth. They sought leaders who could adapt, learn, and thrive in new environments—hiring people for their capability and giving them the chance to develop expertise in the nuances of a new industry.
Today, it feels like the hiring process has shifted to prioritize finding someone who has already been doing the exact same job in the exact same space. Instead of investing in the potential for growth, companies are leaning heavily on plug-and-play hires, people who can hit the ground running with minimal ramp-up time.
While this approach has its advantages—especially in high-growth environments where time is of the essence—it also limits the talent pool and may exclude highly qualified individuals who could bring fresh perspectives, diverse experiences, and innovative solutions.
For me, this was a reminder to stay confident in the value of my experience. My background in leading high-performing teams, achieving ambitious sales targets, and driving revenue growth is as relevant to fintech as it is to any other industry. The ability to lead, strategize, and build strong teams isn’t tied to a single vertical; it’s a transferable skill set that I’ve honed over years of diverse roles.
To those reading this who may have faced similar challenges, know that your experience and skills have value. While not every door will open, persistence and self-belief are key. For every opportunity that doesn’t materialize, there’s another one waiting where your expertise and potential will be recognized.
As for the fintech role, I may not have been the “perfect fit” they sought, but the process reinforced my determination to find opportunities that value adaptability, leadership, and the capacity to grow. Here’s to the next challenge!
